| CUSTOMER RELATIONSHIP MANAGEMENT | | | | be understood that the implementation of CRM |
| *G.JAYALAKSHMI. Ph.D Scholar | | | | involves immense changes and employees need to |
| INTRODUTION | | | | adapt themselves to it. From the very beginning of |
| CRM stands for Customer Relationship Management. | | | | the implementation employees will have to adopt |
| It is a process or methodology used to learn more | | | | new attitudes to help deliver the customer |
| about customers' needs and behaviors in order to | | | | experience properly to customers. Organizations need |
| develop stronger relationships with them. There are | | | | to make sure that their employees are provided with |
| many technological components to CRM, but thinking | | | | sufficient training to ensure that they handle this |
| about CRM in primarily technological terms is a | | | | aspect of the customer experience adequately and |
| mistake. The more useful way to think about CRM is | | | | efficiently. |
| as a process that will help bring together lots of | | | | Using Skilled Managers |
| pieces of information about customers, sales, | | | | Organizations need to make sure that they use the |
| marketing effectiveness, responsiveness and market | | | | most highly skilled and experienced group of |
| trends. CRM helps businesses use technology and | | | | professionals possible. CRM aspects are complex and |
| human resources to gain insight into the behavior of | | | | what is needed most is a team that has CRM |
| customers and the value of those customers. | | | | expertise and business knowledge. The team should |
| In today’s highly competitive business | | | | be adequately trained and sufficiently equipped both |
| environment, knowing the customers well and | | | | intellectually and technologically to carry out the CRM |
| effectively interacting with them is a mission-critical | | | | implementation successfully. |
| exercise. This emphasis on developing and enhancing | | | | Choose the Right Methodology |
| customer loyalty has evolved over the years and is | | | | Decide whether to use the classical or modern |
| now called Customer Relationship Management or | | | | methodology bearing in mind that ease of usage, |
| CRM. The better a business can manage the | | | | cost effectiveness and efficiency need to be gained. |
| relationships it has with its customers the more | | | | This is an important step in the CRM implementation |
| successful it will become. Therefore IT systems that | | | | as it has a bearing on the entire process. |
| specifically address the problems of dealing with | | | | Ease of Usage |
| customers on a day-to-day basis are growing in | | | | The entire objectives of the CRM process are |
| popularity. | | | | hampered if the CRM choice is difficult to use. It is |
| The purpose of Customer Relationship Management | | | | highly essential to ensure that the system speaks of |
| (CRM) is to enable various organizations serve | | | | ease of usage and the ability to be easily |
| customers better through introducing them to a | | | | customizable. Employees implementing CRM and |
| series of processes and procedures. This is done | | | | forming a part of the CRM process range from the |
| through implementing a successful CRM strategy | | | | mediocre level right to management and to the |
| through a software package that has been | | | | employee at the very forefront. It is imperative that |
| specifically designed to support these business | | | | the business ensure that the CRM software chosen |
| processes and procedures. | | | | is easy to use and implement not only by a few |
| TYPES OF CRM | | | | employees but by everyone using the system. This is |
| There are several different approaches to CRM, with | | | | a step that needs to be taken at the time of |
| different software packages focusing on different | | | | choosing the CRM technology. |
| aspects. In general, Campaign Management and Sales | | | | CRM FOR LARGE INDUSTRIES |
| Force Automation form the core of the system | | | | CRM is not just for big players. Large corporates are |
| (with SFA being the most popular). | | | | not the only ones who stand to benefit from CRM |
| Operational CRM | | | | implementation in effect it is harder for large |
| Operational CRM provides support to “front | | | | corporates as they will undoubtedly encounter more |
| office" business processes, e.g. to sales, marketing | | | | difficulties when compared to smaller ones. Apart |
| and service staff. Interactions with customers are | | | | from the huge investment involved in the installation |
| generally stored in customers' contact histories, and | | | | itself there are also additional costs. Training of |
| staff can retrieve customer information as necessary. | | | | employees, integration of the various departments, |
| The contact history provides staff members with | | | | phased implementation -all result in tremendous costs |
| immediate access to important information on the | | | | for the organization. |
| customer (products owned, prior support calls etc.), | | | | CRM helps large corporates in increasing their up |
| eliminating the need to individually obtain this | | | | selling and cross selling opportunities and enables a |
| information directly from the customer. | | | | company to do it more effectively and efficiently. |
| Sales Force Automation (SFA) | | | | CRM enables sales staff to deal better with their |
| Sales Force Automation automates sales | | | | customers through the bettering of the sales process |
| force-related activities such as: | | | | and ultimately helps them to close sales deals faster. |
| ? Tracking leads | | | | It manages to simplify the marketing and sales |
| ? Scheduling sales calls or mailings | | | | processes in an organization. |
| ? Tracking responses | | | | CRM IN SMALL INDUSTRIES |
| ? Generating reports | | | | CRM application tends more to profit small industries |
| Analytical CRM | | | | than large ones .This occurs because re-engineering |
| ? Analytical CRM analyzes customer data for a | | | | the front office is a crucial part of CRM. This part of |
| variety of purposes: | | | | CRM becomes more difficult as the number of |
| ? Designing and executing targeted marketing | | | | people, departments and businesses involved grow. |
| campaigns | | | | Sometimes more money than is required gets put in |
| ? Designing and executing campaigns, e.g. customer | | | | on account of insufficient CRM knowledge on the |
| acquisition, cross-selling, up- selling | | | | part of the entrepreneur. With small industries, since |
| ? Analyzing customer behavior in order to make | | | | resources are less, optimization of resources should |
| decisions relating to products and services (e.g. | | | | be encouraged. CRM is currently evolving into |
| pricing, product development) | | | | something it wasn't a few years ago. It has become |
| ? Management decisions (e.g. financial forecasting and | | | | a strategy that works towards increasing the |
| customer profitability analysis) | | | | relationship that the customer has with the |
| Sales Intelligence CRM | | | | organization |
| Sales Intelligence CRM is similar to Analytical CRM, but | | | | The Benefits of CRM to Industries Worldwide are |
| is intended as a more direct sales tool. Features | | | | ? Call center efficiency increases |
| include alerts sent to sales staff regarding: | | | | ? Marketing campaigns are made easier |
| ? Cross-selling/Up-selling/Switch-selling opportunities | | | | ? Account information |
| ? Customer drift | | | | ? Overall revenue increases |
| ? Sales performance | | | | ? Cost reduction is achieved |
| ? Customer trends and Customer margins | | | | ? Better customer service is achieved |
| Campaign Management | | | | ? Organizations can gain the competitive edge |
| Campaign management combines elements of | | | | ? Organizations can concentrate more on production |
| Operational and Analytical CRM. Campaign | | | | ? Constant supply of vital customer data |
| management functions include: | | | | ? Customers receive satisfaction |
| Target groups formed from the client base according | | | | ? Routine tasks are easier to handle |
| to selected criteria | | | | ? Marketing and support expenses are reduced |
| Sending campaign-related material (e.g. on special | | | | ? Sales teams can be effectively monitored |
| offers) to selected recipients using various channels | | | | ? Teamwork within the organization is achieved |
| (e.g. e-mail, telephone, post) | | | | ? Communication channels are improved |
| Tracking, storing, and analyzing campaign statistics, | | | | ? Customers have detailed profiles assigned to them |
| including tracking responses and analyzing trends | | | | ? Employees have access to customer details more |
| Collaborative CRM | | | | easily |
| Collaborative CRM covers aspects of a company's | | | | ? New selling opportunities can be discovered |
| dealings with customers that are handled by various | | | | ? Companies are enabled to be aware of customer |
| departments within a company, such as sales, | | | | needs and are able to react to them in the right |
| technical support and marketing. Staff members | | | | manner |
| within the departments can share information | | | | ? CRM achieves an integrated internal business |
| collected when interacting with customers. For | | | | system |
| example, feedback received by customer support | | | | ? CRM imposes welcome a much needed discipline |
| agents can provide other staff members with | | | | within an organization |
| information on the services and features requested | | | | ? CRM technology goes a long way in benefiting the |
| by customers. Collaborative CRM's ultimate goal is to | | | | organization itself |
| use information collected by all departments to | | | | ? Companies have easy access to purchase histories |
| improve the quality of services provided by the | | | | ? Automation of routine tasks becomes possible |
| company. | | | | ? Companies can monitor their performances |
| Geographic CRM | | | | regularly. |
| Geographic CRM (GCRM) combines geographic | | | | THE LEADERS IN THE FIELD OF CRM INCLUDE |
| information system and traditional CRM. Geographic | | | | Oracle |
| data can be analyzed to provide a snapshot of | | | | Oracle is the leader in the CRM field. The company |
| potential customers in a region or to plan routes for | | | | currently offers 50 CRM applications that are able to |
| customer visits. | | | | provide for all the customer service requirements of |
| CRM IMPLEMENTATION | | | | small, medium and large industries. Oracle provides |
| CRM implementation differs from organization to | | | | CRM applications that aid the organization through |
| organization but there are a few common steps one | | | | improved business processes. In addition to that the |
| needs to follow to ensure a successful | | | | functionality it offers is just as important. It manages |
| implementation. | | | | to provide excellent support for all departments |
| There are many factors that could influence the | | | | within the organization like customer support, added |
| success of CRM implementation. Some of them are: | | | | services and additional |
| Focus on All Business Aspects | | | | SAP |
| In most cases the technology will have less to do | | | | SAP was established in 1972 and is now a leader in |
| with the CRM success. Therefore it is important to | | | | the provision of business solutions for all types of |
| focus as much importance on communication training | | | | industries. It is a CRM software vendor that caters |
| and other aspects as much as the technology | | | | to businesses worldwide and currently serves more |
| involved. It is important to involve management at | | | | than 32,000 customers. SAP has a presence in more |
| several levels, focus on communication need and | | | | than 50 countries. It is the world's largest business |
| indulge in adequate training of the concerned | | | | software company. It is the world's third-largest |
| employees throughout the organization. If these | | | | independent software provider overall and employs |
| items receive a level of focus comparable to the | | | | more than 35,000 people. |
| technical system, CRM implementation stands a | | | | They are able to provide excellent customer service |
| better chance of succeeding. | | | | and support. It boasts of having the Knowledge, |
| Define the Business Problem | | | | Experience, and Technology that is needed to |
| A business needs to clearly define the business | | | | optimize Business efficiency. It manages to provide a |
| problem see what benefits it wants to achieve and | | | | range of solutions that cater to every aspect of the |
| adopt the required measures. It is imminently | | | | business. |
| important to clearly identify the business problem | | | | The Benefits from SAP are: |
| that the company needs to resolve. An organization | | | | ? Better efficiency |
| needs to absolutely identify the desired benefits and | | | | ? Cost reduction |
| make sure that the expected returns are generated | | | | ? Better performance |
| at every stage. It is important to break down the | | | | ? Adaptability to business environment |
| entire process into smaller pieces that can be | | | | Overall Growth |
| individually handled effectively. | | | | One advantage SAP has is that SAP Ventures |
| Establishing Proper Metrics | | | | invests in new companies that are interested in |
| Since companies normally wait for a five year period | | | | finding new technologies. This enables them to stay |
| to see a return on investment. Every organization | | | | ahead in the rat race. |
| has to compulsorily define performance metrics to | | | | SAP offers several solutions for Customer |
| ensure that it measures the return on investment | | | | Relationship Management and is able to deliver |
| adequately. | | | | customer-centric solutions that revolve around each |
| Business Processes not Technology | | | | customer. It helps the organization to support the |
| In order to succeed at CRM all companies need to | | | | various departments like marketing, sales, and service |
| understand that it is not about technology alone but | | | | and provides them with good analytics as well as |
| about business processes as well. While CRM changes | | | | excellent interaction capabilities. |
| a company's business processes technology supports | | | | SAP CRM supports the customer-related processes |
| the processes. Most businesses make the mistake of | | | | and deals with all customer-related activities across all |
| actually assuming that the CRM is only about | | | | departments. It sources and gathers together all |
| technology alone. This hampers business process | | | | customer data in the organization in order to facilitate |
| development. | | | | better decisions. It enables company's address their |
| Implement Change | | | | business needs adequately, manages to achieve the |
| Most employees tend to stick with their old ways | | | | business objectives and reaps the required return on |
| and are reluctant to adapt to changes, It needs to | | | | investment. |